The Hindu Business Line : Aspects of leadership

Maturity and balance; sounds familiar? Yes, these are perhaps the two words we often hear at several management meetings when we discuss people. Particularly, when we have to reach a decision and choose between two people, both of whom have excellent track records, but only one of whom can make the next big leap.

As is the general practice, we promote talented managers with potential, to senior positions. The decision is based on a proven track record of performance and a judgement on leadership skills. Whenever we debate on the final candidates, I have often heard the statements "He is not ready" or "He is not a heavy hitter." Does this point to emotional intelligence, style, social behaviour or is it something else? We then hear statement like, "He needs to be more mature and balanced." What exactly does this mean in different organisations?

Periodically, we face some tough questions, on people, from our CEOs — "Is he/she ready to take on greater challenges? How do we recognise talent early in the game? How do we develop young leaders who can be nurtured as general managers? What do we look for in our talent?"

Many of us in the higher echelons of the corporate world would have grown, up to a certain level, largely on the success of our domain expertise, whether it's a business or a functional leadership. And we seem to have some traits that others don't. Unless we pause and reflect on what brought us here, we would fail to contribute to developing future leaders of the company. There are, indeed, some qualities that are common.

Not everyone is a leader

Not everyone is a strategist. Not all of us are leaders. Besides, we need talented engine drivers who can execute a strategy to perfection. People who are disciplined implementers are, in fact, more important in achieving our strategic intent. And then, we need to identify leaders who stand out from this pack. Some who are great managers can also be great leaders.

So let me attempt to outline what I believe are some key ingredients that a person needs to have in order to get the nod for the next big step in his/her career.

First, the ability to communicate effectively in groups. People relate to those who have the ability to communicate with passion and belief. If the person also displays self-confidence, visualises the horizon courageously and takes responsibility for his actions, he can sell dreams! And, we come across such talents every day. There are managers who drive business performance with anticipation and focus. We can recognise these talents early enough in careers.

Second, demonstrate social confidence. If we are in a room full of strangers, some of us will know most of the others by the end of the party. Some others may nurse a drink, look for familiar faces and meet a few new people. Both types of people enjoy doing what comes to them naturally. They could be good leaders, but a few of them will also be great leaders. You can guess who those will be.

Third, leaders have the ability to say the right thing at the right time consistently, in different cultures. This is not about being politically savvy. Rather, it has to do with being present in the situation fully. Listen, understand the finer nuances of the conversation, be sensitive to others and contribute to the debate.

Fourth, the ability to receive feedback. Of course, it is not easy. None of us likes to hear terrible things about ourselves. Ego, competitiveness, cultural upbringing and vulnerability play their part. However, a manager who has conversations by focussing on his strengths and those of others, admits to mistakes and learns from them, builds relationships and a platform for feedback. He can build on this positive energy to grow as a leader.

Fifth, the desire to emulate. This is a good learning process. However, adulation is not. It builds blind loyalty and breeds `yes men' and mediocrity. Managers who share the good news and the bad news with the right attitude and show the courage to fix a problem, display maturity.

Finally, being tough, which is the most difficult quality to display for one could be seen as indulging in a power game. However, when we show respect for another individual's capabilities, in private and in public, it breaks down defences, opens up channels and helps build trust. This calls for maturity in dealing with people.

Knowing what to look for

So, do all managers need to have all these behavioural qualities to become leaders and do organisations know what to look for?

Some do and some don't. The starting point is to reflect and document what each company would like to see in its leaders. There are several structured tools to help identify and crystallise what one is looking for. These tools should then be used to build leadership talent.

This process helps in open communication, in expectation management and finally in nurturing talent through individual coaching and leadership development.

Great organisations invest a great deal of money to prepare their future leaders. They also invest in enhancing the performance of great managers, who can continue to be the best at what they do. Both are rewarded and recognised for their contributions. We need them both.

(The writer is Executive Vice-President, Human Resources, Global Shared Services Centre of Standard Chartered Bank and Head of HR Technology and Operations. The views expressed by the author are his own, from his own learning and experience in different cultures.)

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